If I were the decision maker for a day, the first thing I’d do is grab a strong coffee and a notebook. Then I’d start mapping out how AI could make our bid function work smarter.
Specialist tools claim they can cut bid drafting time by 80% and speed up the process by nearly a third. Add to that the fact that employees trained in AI can add an average of £38,000 in value each year, and suddenly it feels less like hype and more like an opportunity we can’t ignore.
So, what would I do with my one day in charge?
I’d start with myself. A one-to-one with an AI specialist to demystify what AI is and what it isn’t. Leaders need that clarity before setting direction for others.
Then I’d look at structure. A hierarchy needs governance: a sponsor at board level, a steering group, AI champions, team leaders with clear goals. In a flatter setup, ideas flow more freely, but you still need systems to make sure they stick.
Training would be next. Not just a one-off webinar, but a mix of online modules, live workshops, takeaway guides, and lunch-and-learns. Different people learn in different ways, and adoption only works when you meet people where they are.
I’d create budget for experimentation. That means carving out time and money for demos, pilots, and trials. Just as importantly, I’d create room for people to try and fail. Innovation doesn’t move in a straight line, and failure often teaches as much as success.
I’d add enablers: a shared hub for resources, diary time blocked for experiments, and a simple log to capture use cases and quick wins. Momentum matters.
Measuring Impact Beyond Headcount
I wouldn’t measure success by headcount. I’d look at hours saved, bottlenecks eased, workflows improved, and client feedback. If AI isn’t right for a task, we’d explore other tools such as automation, smarter systems, or better collaboration platforms.
I’d also stress best practice: start small, set clear ethics guardrails, and weave AI into existing bid systems, not bolt it on as an afterthought.
Communication would be key. Regular updates, shared stories, and space to celebrate wins all matter. And I’d reward champions. Recognition helps turn experiments into culture.
And at the end of the day?
I’d bring it back to people. More face-to-face client feedback and more time for bid teams to talk with procurement leads.
AI should make space for people, not replace them. After all, business isn’t just about tech. It’s about trust, connection, and the spark you get when people feel seen.
(Full disclosure: AI helped draft this article, but the ideas, priorities, and people-first perspective are all mine.)
Kirsty Isles
Kirsty Isles is a Business Development Content Team Manager with 20 years of experience. Recognised for her collaborative leadership and people-first approach, Kirsty combines legal training, project management expertise, and hands-on experience of AI integration to bring both strategic insight and practical delivery. She is a forward-thinking partner committed to helping organisations unlock efficiency, boost bid success, and empower their people.
